Lockheed Martin Aeronautics Company, Customer Support Lockheed Martin Aeronautics, Customer Support...

Lockheed Martin Aeronautics Company, Customer Support

Lockheed Martin Aeronautics, Customer Support -

CMM® Overview

November 19, 2003


Customer Support Continuous Improvement Strategy

• Who are we – from Lori -


Customer Support Continuous Improvement Strategy

• Develop CMM assessment tool for CS application

• Consider adjacent domains in defining world-class performance

• Assess programs using CMM tool

• Identify improvement and investment needsand plans

• Continue to refine the CMM assessment criteria

• Expanded corporate level focus on aircraft post-production support

• Virtual LOB spanning three LM business areas established

• Coordinate and prioritize investment and pursuit opportunities

• Grow LM business while providing improved customer solutions

• Provide unified face to the customer

• Identify capability improvement needs

• Identify best-in-class partners in response to CMM assessment

• Consider LM companies and suppliers/government as competency providers

• Accomplish Business Case Analysis to validate partnership credibility

• Develop strategic agreements specifying performance and improvement expectations

• Burn bridges

IntegratedPartnership Network

IntegratedLifecycleSolutions

CapabilityMaturityModel

Lockheed Martin Aeronautics Company

What Drove Us! No quantitative way to measure where we are now or what constitutes

“World Class”

The software world tackled this exact problem through the use of a Capability Maturity Model approach

Need an Equivalent CMM Specifically for Customer Support

Performance Assurance Imperative

20. Integrated Strategic Plan for Customer Support - Includes

Definition of What It Will Take to Achieve “World Class” Rating

IVIIIIII

V

Time

Customer Support Objectives from 2001

2001 Objective 4.15 – Perform Process

Assessment on Five Major Programs Utilizing

Capability Maturity Model by 6/30/01

Objective Established Each Year for Assessments and Improvement Plans


CS Area 13

1 2 3 4 5CS Area 9

1 2 3 4 5

Overview of Model Development Process

CS Area 1

1 2 3 4 5

13 Models of World Class Capability

•Industry•DoD•Universities

•CMM Method

•Customer Values

Key Sources

•Strategy

•Supply Chain Mgmt

•Customer Relationship Mgmt

•Knowledge Mgmt

•Organizational Learning

•Program Mgmt

•Info Technology

•Human Resources

•Systems Engineering

Expertise Applied

KPMG-Developed

LM Aero-Developed

Total Support Solutions

Support Integration

Training

Support Equipment

Supply Chain Management

Kit Management

Provisioning

Customer Support Center

Field Support

Regional Managers

MRO/Mods/Upgrades


Implemented

Disciplined

Consistent

Predictable

World Class

Identified and Defined

Level 1:

Initially Defined

Level 2:

Repeatable

Documented and Ready for Deployment

Level 3:

Fully DefinedDeployed and Measured

Level 4: Managed Managed and Quantified

Level 5: Optimized Continuous Improvement

Typical CMM Focuses on Process Maturity

Basic Capability in Selected Areas

Level 1:

Minimal

Level 2:

MarginalBasic Capability in Several Areas

Level 3:

NominalSatisfies Traditional Requirements

Level 4:

EmergingImplementing Leading Edge Capabilities

Level 5:

World ClassPerforming at Leading Edge

CS Model Focuses on Process Capability

Customer Support CMM – Quantitative, Objective, Sets a Target


Customer Support - Capability Index Elements (Levers)

Capability Index Spans 5 Levels from Minimal to World Class for 7 Major Focus Areas Business Strategy Business Process Technology Organization / Infrastructure

Individualized Model for each Functional Area Total Support Solutions Support Integration Training Support Equipment Supply Chain Management Kit Management

Performance Metrics Systems Engineering Principles Personnel / HR

Provisioning Customer Support Center Field Support Regional Managers MRO/Mods/Upgrades


Customer Support - Example Capability Model: Customer Support Center

Minimal Capability Marginal Capability

Nominal Capability

Emerging Capability

“World-Class” Capability

Business Strategy

No common message to customers

Common message, not tailored

Common message, semi-tailored

Customer tailored solutions

Information creates competitive advantage Service supercedes policy Profiling and segmentation Lifetime value management

Business Process

Few common processes Task oriented Functional silos Department focused Informal communications

within departments

Cross-functional teams Competent in commonly

repeated tasks Focus on cross-functional/

process coordination Functional/ departmental

performance measures

Standardized and documented processes

Process owners established Some processes stretched across trading partners

Customer-driven processes

Total process integration with trading partners

Processes designed based on how the customer conducts business

Pro-active, consultative support Workflow automation Contact management tools Issue management tools Customer change programs Continuous support

Personnel/ HR

No training Subject matter experts Culture is adversarial,

mutual distrust

Call center training only Cross-functional/process

team members

Cross-functional training and technical competence

Cross-customer training with technical expertise

Cross-value chain training Deep technical experience Problem-solving skills Ability to pre-qualify and route potential service opportunities

Technology Each department has own data source

Islands of automation Legacy enterprise

system(s)

Single system for transactional view only

Single system for customer view

Customer analytical tools and rules-based engines

Web enabled

Single customer database Incoming call automation: ACD, IVR, CTI Real-time, searchable knowledgebase for rapid issue

resolution Scripting and rules-based engines to identify potential

additional service opportunities Supply chain visibility Multi-channel integration Web-based self-service

Organization/ Infrastructure

No structure Internally-focused structure

Structured by product lines

Structured by customer Single call center infrastructure to handle all product lines Structured in customer-centric alignment across value chain “Strategic Account” alignment Flat structure: manager, coaches, and line. Call center is an integrated Contact Center

Performance Measurements

No metrics No planning No reporting

Few metrics Limited reporting

Metrics, Reporting Accountability

Customer-driven metrics Reporting Accountability

Review and planning with customer Strategic-focused communications/surveys Real-time reporting and accountability Rewards balance service and cost to serve

Single customer database Incoming call automation: ACD,

IVR, CTI Real-time, searchable

knowledgebase for rapid issue resolution

Scripting and rules-based engines to identify potential additional service opportunities Supply chain visibility Multi-channel integration Web-based self-service

Focus is on Emerging Capability and World Class Categories


Customer Support - Assessment Phase

Questionnaires based on the structure of the model. Major Driver are the Comments Generated by the Survey.

Assessment Representation Includes All Three LM Aero Sites and Spans Program Lifecycle

Five Programs Assessed in 2001 & 2002

F-16 USAF F-117 P-3/S-3

C-130J F-22

Expanded to Seven Programs for 2003F-16 USAF F-117 AMS

C-130J F-22 JSF C-5

Assessment Participation Involves Customer Support Functions Customer Support Program Integrators & Subject Matter Experts (SMEs) LM Aero, Process Integrity


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Business Strategy 2002 Assessment 3.6 3.3 3.0 2.6 3.2 4.1 2.8 4.2 3.6 3.6 3.4 2.9

2003 Target 4.0 3.5 3.6 3.1 3.5 4.5 3.5 4.6 4.0 3.6 3.5 3.5

Best Pract Goal 5.0 4.0 4.0 4.0 4.0 5.0 4.0 5.0 4.0 4.0 4.0 4.0

Business Process 2002 Assessment 2.8 2.6 3.0 2.5 2.8 3.9 3.3 3.7 2.4 3.3 2.7 3.5

2003 Target 3.0 2.8 3.8 3.1 3.1 4.3 3.5 4.1 3.0 3.6 3.0 4.0

Best Pract Goal 4.0 5.0 4.0 4.0 4.0 5.0 4.0 5.0 4.0 4.0 4.0 4.0

Perf Measurements 2002 Assessment 3.0 3.0 3.0 2.1 3.5 3.8 3.0 3.9 3.9 3.5 3.0 3.1

2003 Target 3.3 3.2 3.8 3.1 3.7 4.2 3.5 4.3 4.0 3.5 3.0 3.5

Best Pract Goal 4.0 5.0 4.0 4.0 4.0 5.0 4.0 5.0 4.0 4.0 4.0 4.0

Personnel/HR 2002 Assessment 2.6 2.2 1.6 2.3 2.7 3.7 2.7 3.2 2.6 4.3 3.6 2.5

2003 Target 2.9 2.3 3.0 3.1 2.9 4.1 3.5 3.5 3.0 4.3 3.8 3.0

Best Pract Goal 4.0 4.0 4.0 4.0 4.0 5.0 4.0 4.0 3.0 4.0 4.0 4.0

Information Technology 2002 Assessment 2.5 1.7 2.4 2.7 2.4 3.4 3.0 3.2 2.2 3.6 3.7 2.4

2003 Target 2.8 1.8 3.3 3.1 2.7 3.7 3.5 3.5 3.0 4.0 3.8 3.0

Best Pract Goal 5.0 3.0 4.0 4.0 4.0 5.0 4.0 4.0 4.0 4.0 4.0 4.0

Organizat'n/Infrastructure 2002 Assessment 3.3 2.8 3.4 3.3 3.0 4.2 3.8 4.3 3.2 3.4 3.3 3.5

2003 Target 3.6 3.0 3.4 3.5 3.3 4.6 4.0 4.8 3.5 3.4 3.5 3.5

Best Pract Goal 4.0 3.0 4.0 4.0 4.0 5.0 4.0 5.0 4.0 4.0 4.0 4.0

Systems Engineering 2002 Assessment 2.5 3.0 2.3 2.4 2.0 3.7 2.5 3.8 2.2 N/A N/A 2.5

2003 Target 2.7 3.1 3.0 3.1 2.2 4.1 3.0 4.0 3.0 N/A N/A 3.0

Best Pract Goal 4.0 4.0 4.0 4.0 4.0 5.0 4.0 5.0 3.0 N/A N/A 4.0

Summary of 2002 CMM Assessment, 2003 Interim AssessmentTarget and Best Practice Goal by Functional Organization



CMM Based Process Improvement Plan

Based on Survey Scores and Comments each Functional Area is Responsible for the Development of Improvement Plans

Improvements shall have traceability to “Emerging” & “World Class” Capabilities

Improvement Plans Placed Under Configuration Control and Managed for Future Changes to the Plans

Status Improvement Plans at Customer Support Process & Metrics Meeting (V.P. Level Meeting)

Evaluate Current Model Information for Possible Changes

Manage the Process Improvement Plans


Customer Support CMM Assessment Environment

Analyze & Develop

Improvement Plans

Monitor for Improvement

Perform Assessment & Publish Results

• Continue to refine the CMM assessment criteria

• Assess programs using CMM tool

• Consider adjacent domains in defining world-class performance

• Manage Functional Plans at the VP Level

• Apply Configuration Management to Plans

• Identify Trends Associated with Scores & Comments

• Identify improvement and investment needsand plans

• Develop Plans for Added Value to the Programs

Provide framework for managing the implementation of improvements

• Manage for Systematic Competency Improvement for:

Financial Investment

Technology & Process Roadmaps

Workforce Development

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